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Conference of European Statisticians 15 June 2006

Conference of European Statisticians 15 June 2006. Human resources as the m ain element of the modern statistic al office. Jan Plovsing National Statistician. The English Plan. Depending on the wind, the striker’s position may vary…. The German Plan.

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Conference of European Statisticians 15 June 2006

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  1. Conference of European Statisticians15 June 2006 Human resources as the main element of the modern statistical office Jan Plovsing National Statistician

  2. The English Plan Depending on the wind, the striker’s position may vary…

  3. The German Plan Radical, efficient, unstoppable… (ball’s speed may reach 297 km/h)

  4. The Italian Plan Iron defense, small ideas in midfield, passes to striker..and…Penalty

  5. The Brasilian Plan … no comments!

  6. The Danish Plan Stay at home and watch the others on TV!…...

  7. Three topics for reviewing • How do we integrate Human Resources Planning with our Corporate Plan? • How do we recruit the best and the brightest? • How do we manage career developments?

  8. HR-DEVELOPMENTS Individual competence level Organisational competence level Integration of HR with the Corporate Plan CORPORATE PLAN i.e developments and improvements in statistics etc. KEY COMPETENCES

  9. KEY COMPETENCES Competences that are critical / important in relation to the corporate plan / strategy / business plan are identified. Examples: • Clearly defined core capabilities and job-specific capabilities (AUS) • Clearly defined key competences (FIN) • Job profiles (GER)

  10. Individual competence level Important elements of a HR-strategy: • Competence analysis: • Mapping of existing competence on a competence scale (ex: AUS, SWE) • Evaluation of performance of duties and tasks (ex: UKR) • Annual personnel interviews (ex: AUS, FIN, GER, UKR) • Identify competence gaps (ex: AUS and SWE) • Individual personnel development plans (ex: AUS, FIN, SWE, UKR)

  11. Organisational competence level Important elements of a HR-strategy: • Human and organisational competence (ex: SWE) • Organisational: documentation, systems, software, databases etc. • Competence gaps for the NSI (ex: AUS, SWE) • HR-development plan for the NSI (ex: CAN, FIN)

  12. Recruiting the best • The NSI should be an interesting employer (FIN, GER) • Employment of university students, trainees (FIN, GER) • University recruitment campaigns (CAN) • The norm: Open application and open competition • A permanent broad hiring committee (UKR) • Hiring by working groups – subject matter departments and HR department (CAN, FIN)

  13. Making the new employee fit for the job • Training programmes, some compulsory courses (FIN, GER) • A job orientation system where the new employees supervisor and a trainer/tutor are responsible (FIN) • A Corporate pool for two years (CAN) • rotate among 3 – 4 assignments • compulsory courses • mentors • a regular position after two years

  14. Management of career developments

  15. Management of career developments • The norm: An open competition for a specific position • ”Generic” competitions (CAN) • one large competition for several positions at the same level • encourages employees to develop broader skills • the initial assignment is typically different from their home division • Human resource pools (UKR) • created for a management or specialist position • candidates are selected • personal annual plans and performance evaluation • the candidate with the best results in the waiting period will take up the position

  16. Questions on key competences • The amount of resources used to develop core and job-specific capabilities / key competences / job profiles? • Are there problems or challenges that other NSI’s should be aware of if they choose to develop similar concepts?

  17. Questions on competence levels and HR-development plans • How can we involve all employees in the integration of the Corporate Plan with the HR-development plan in a way that makes them enthusiastic? • What are the problems or challenges in relation to the mapping of individual competences on a competence scale? • How much is the mapping of competence gaps for the whole NSI used?

  18. Questions on recruitment and career developments • Are specialist competences an advantage when hiring and promoting to managerial positions? Or should we choose generalists with broader skills? • The Canadian two-year corporate pool seems to be very fruitful but an expensive investment too for smaller offices. Am I right? • Do other NSI’s have experiences with corporate pools when hiring graduates from Universities?

  19. Questions • The amount of resources used to develop core and job-specific capabilities / key competences / job profiles? • Are there problems or challenges that other NSI’s should be aware of if they choose to develop similar concepts? * * * * • How can we involve all employees in the integration of the Corporate Plan with the HR-development plan in a way that makes them enthusiastic? • What are the problems or challenges in relation to the mapping of individual competences on a competence scale? • How much is the mapping of competence gaps for the whole NSI used? * * * * • Are specialist competences an advantage when hiring and promoting to managerial positions? Or should we choose generalists with broader skills? • The Canadian two-year corporate pool seems to be very fruitful but an expensive investment too for smaller offices. Am I right? • Do other NSI’s have experiences with corporate pools when hiring graduates from Universities?

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